Biomaterials: Shaping the Future
KEO’s Delvene Lee and Khader Ghazal speak out
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The new generation of biomaterials have the power to transform our commitment to sustainability - and they open the door to a completely new construction paradigm. But what would the world be like right now if we’d started using these techniques decades ago?
Delvene Lee, Head of Interior Design, KEO Design, and Khader Ghazal, Senior Sustainability Manager, KEO - Sustainability + Environment explain the benefits…
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If ED&I initiatives are truly to be seen as more than a ‘nice to have’, shouldn’t their benefits and advantages pan out in terms of cut-and-dried enhancements to the bottom line and better competitive advantage?
Who’s responsible?
The 19th Century experimental physicist Michael Faraday explained that if you want to double the power output from any device, you can’t just double the power behind the device: you need to quadruple it. The reason I mention this is because I have the feeling that when it comes to two very salient issues - the quest for a broader awareness of ED&I across the length and breadth of organisations, and, on another note, the mission to achieve greater sustainability - there still needs to be a massive increase in the work ‘behind the scenes’.
For example, on 9th October, the ED&I Summit raised some critical questions about who is actually responsible for the creation and then roll-out of ED&I initiatives. Is it the C-Suite? Is it the HR function? Can HR have the specialist knowledge required by today’s detailed ED&I agendas? If it can, where does the roll-out start and how can a business ensure the transition to a culture where all staff and stakeholders are truly on-board? The event formulated some great questions, but I fear that the tangible answers, the sheer
reality of that ‘conversion’ process, is for the bulk of smaller businesses still a very long way away.
When it comes to sustainability, there are some brilliant minds working on the quest, and indeed, here in this issue of ME Consultant, there is a terrific article by two of KEO International Consultants’ brightest thinkers, about the use of biomaterials as a potential ‘given’ in construction. Then, courtesy of Skanska USA, we look at the potential for building large-scale with timber frameworks (an article full of surprises, by the way!). Yet, for all of this, these possibilities seem a very long way off. Being privileged to visit some of the largest building sites in the world, I see precious little evidence of either - even ‘green concrete’ is often seen as a luxury, and remember, that implies reliance on one of the two traditional materials: concrete and steel. The reality is that, like Michael Faraday, we have to accept that the background work needs to be quadrupledand then do, surely, precisely that.
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TOMORROW’S
The new generation of biomaterials have the power to transform our commitment to sustainability - and they open the door to a completely new construction paradigm. But what would the world be like right now if we’d started using these techniques decades ago?
In this ambitious feature, Delvene Lee, Head of Interior Design, KEO Design, and Khader Ghazal, Senior Sustainability Manager, KEOSustainability + Environment, look at the ‘big picture’ solutions of how we might otherwise conceiveand live in - the built environment
he construction industry is known for its outsized environmental footprint, which according to the United Nations Environment Programme report, is responsible for 37% of global emissions (1) . Traditional building materials like concrete and steel alone contribute around 8% of the world’s carbon output, with the energy used to create, transport, and install these materials leaving a deep ecological scar (2). Not only do these materials consume immense energy throughout their lifecycle, but when disposed of in landfills, they can take centuries to decompose, continuing to damage our environment long after their usefulness has ended (3) .
While strides have been made in reducing energy use during a building’s operation, the "embodied" carbon locked into the structure from day one remains largely unaddressed. Despite growing awareness, efforts to tackle the carbon footprint of building materials have fallen short.
Reaching global net zero emissions targets by 2050 is a monumental goal, but one that could offer future generations a fighting chance against the devastating effects of climate change. To get there, drastic changes in how we build and live must happen—fast.
So, what if there was a better way? Imagine a world where construction was built on nature's blueprint— where sustainable biomaterials are the norm. In this world the roots of fungi, known
as mycelium, form the backbone of our buildings, slashing emissions and offering a scalable, sustainable alternative to the most common building materials of today.
By fostering a connection with nature and adopting innovative approaches, we can shape a future where sustainability is not merely an aspiration but a beautifully integrated element of our everyday existence”
But let’s take it further. What if, for the past 30 years, mycelium-based materials had been widely embraced by the construction industry? Picture mycelium composite bricks, panels, and insulation seamlessly replacing high-carbon materials like concrete and foam so that the built environment harmonizes with the planet rather than harming it. How would society change economically and socially if we had embraced true sustainability? Join us on this journey as we explore this hypothetical alternate reality.
We begin by exploring mycelium’s unique characteristics and the potential advantages it offers as bio-composite material. We will also consider what the world might look like today if mycelium had been established as a mainstream
One of the cultural transitions that biomaterials make possible is a tangible engagement with living matter, animating the built environment.
construction material – instead of concrete, brick or gypsum – 30 years ago. We’ll explore real-world examples where mycelium has been successfully used, followed by a discussion of the broader socio-economic impacts and other hypothetical benefits. Finally, we will explain our viewpoint on what needs to be done for mycelium and other sustainable new age materials to be accepted as normal construction material.
BIO BASED MATTER
The term biomaterial is used to describe materials derived from living organisms including plants, animals, and fungi. Biomaterials are reusable, non-toxic, and natural materials that can help create a more sustainable built environment.
ABOUT MYCELIUM (PROPERTIES)
Mycelium is the vegetative, thread-like structure of fungi, consisting of a network of branching hyphae that facilitate nutrient absorption and environmental interactions (4). It is considered as a renewable ecofriendly biomaterial that is carbon neutral and requires less energy to produce compared to traditional materials.
Mycelium require a substrate which is usually made up of a mixture of agricultural crop waste such as cotton, corn, wheat and hemp. The use of agricultural waste to grow and generate into new myceliumbased composite construction materials is better than the alternate need to burn the waste which emits more carbon emissions into the atmosphere.
Mycelium offers various adaptable properties including fire resistance, strength, and acoustic insulation and is lightweight (5). It can be used in clothing, packaging, construction bricks, insulation panels, floor tiles, furniture and even mushroom-based meat.
Mycelium-based composite (MBC), which are sustainable material alternates to the energy intensive traditional construction materials, using agricultural waste and by-products as feed for its natural fungal growth within a mold, and heated to
MYCELIUM PROPERTIES
(Source: Mycelium: Sustainable Packaging Material with Many Advantages GROWN bio)
stop the growth process. Depending on the properties of the composites, different types of materials can be customized including replacements for foam, timber and plastic, such as insulation material, door cores, flooring, paneling and furnishings.
THE HYPOTHETICAL SCENARIO
These mycelium composites could have replaced 19% of the plastic consumption in the construction sector used annually in thermal insulation (6). We could have reduced 90% of water use and 40% of electricity -that is used in the production, reduced 20% fossil fuels and saved the atmosphere from 7.33 kg of CO2 emitted from manufacturing each kg of EPS insulations on average each year (6) .
Mycelium-based composite (MBC)
are known for their high porosity (>90%), low density (~100 kg m−3), low thermal conductivity (0.044 W m−1 K−1)), and energy absorption (32 kJ m−3) (7). Fungal mycelium has been shown to possess natural airpurifying capabilities that can be used as filter sheets in air filtration systems, its porous structure enabling it to trap and filter airborne particles, including PM2.5 and PM10, thereby enhancing indoor air quality (8)
The biodegradability of myceliumbased composite (MBC) materials could have significantly cut down 30-40% of the annual landfill waste from construction by substituting plastic foam packaging (9) . Mycelium-based products decompose naturally, returning nutrients to the soil in This results in less stress on landfill systems and a reduction in pollution from decomposing synthetic waste leading to healthier ecosystems and more efficient waste management systems.
The environmental landscape of our cities would have been notably different with myceliumbased materials. If mycelium had replaced just 10% of conventional construction materials for the past decade, we could have reduced
over 2.9 billion metric tons of CO2 emissions globally (11)
We cannot talk about the environmental impact without mentioning the socioeconomic impact and the wellbeing factor in a greener society, where myceliumbased materials are commonly used in construction and associated packaging.
SOCIAL-ECONOMIC SUSTAINABILITY
The production of mycelium-based materials could have generated approximately 2.5 jobs per 100 square meters of production space, considering roles in cultivation, processing, and product application (12)(13). Producing mycelium could have flourished the mushroom market and increased its contribution to the global production (14). In addition, planting mycelium could have reused 1.2 Gt (1.2 billion metric tons) of postharvest agricultural waste which could have generated approximately $24 billion revenue for farmers (14). Furthermore, the establishment of mycelium composite could engage start-ups and farmers incentives increasing employment and income, especially for women and the youth.
SOCIAL IMPACT AND WELLBEING
Recent research (15), based on data collected from nearly 7,000 individuals across seven countries—Brazil, China, Denmark, India, Poland, South Africa, and the UK—demonstrates a positive relationship between pro-environmental behavior (PEB) and subjective wellbeing (happiness), regardless of cultural differences.
Case studies:
Evocative, the largest my celium technology company, headquartered in New York is
Imagine a world where construction was built on nature's blueprint - where sustainable biomaterials are the norm”
conducting R&D and developing all kinds of mycelium-based products including leather for handbags, mushroom-based meat, alternatives to foam packaging, and MycoComposite which is a biomaterial of hemp and mycelium to create a molded biodegradable insulation or sandwich panel core (16)
The Phoenix Project, an affordable prefab housing development in Oakland California, uses MycoComposite for its first-of-a-kind façade system making it carbon negative. It can be installed five times faster than a traditional
Other potentials: It is a known fact that mycelium as a building composite material could be inert during its lifetime, and then be reawakened to start digesting the materials and hence can biodegrade back into nature. But it is also interesting to pose the question of whether mycelium as a construction mate-
rial can be reactivated to grow and ‘heal’ damaged buildings halfway through the life of the building. For instance, the possibility that mycelium gypsum boards could be reactivated to grow and heal its cracks within a controlled set of parameters and then be heated / dried to stop the process once the healing or maintenance is complete.
HOW WOULD WE TRANSITION TOWARD THE HYPOTHETICAL?
There needs to be a few major items to transition towards ‘normalizing’ mycelium-based or other new-agedsustainable-based building materials. Help from Governments and Authoritative Bodies is essential by setting targets and issuing specific sustainability guidelines for construction and providing incentives or subsidies for developers, building owners and facilities management groups. Advertising is also a powerful way to gain appeal for these kinds of sustainable materials. Mycelium leather for furniture upholstery could perhaps feature in
Delvene (left) and Khader portray a 'new world' of possibilities - which would have been manifest decades ago given stronger awareness and adoption of sustainable options.
designer homes and be marketed through social media. This would appeal to people by being part of an elite affiliation; a badge of honor for being part of a community who are taking real steps to change the world for current and future generations. Perhaps more sustainability ‘cult’ leaders are required to spread the word to the masses. Marketing can influence more architectural and construction companies who attempt to design and build more carbon-neutral buildings and developments which give back to the community.
Envisioning a world where mycelium has served as our primary building material for the past 30 years revealed a transformative scenario where human
wellbeing, environmental stewardship, and economic structures are seamlessly interconnected.
Buildings would have evolved into living entities, harmoniously integrating with nature, and embodying our deep commitment to sustainability. This hypothetical journey highlighted the critical need to address the environmental and humanitarian crisis by embracing a new paradigm—one that integrates natural materials like mycelium into our design principles. By fostering a connection with nature and adopting innovative approaches, we can shape a future where sustainability is not merely an aspiration but a beautifully integrated element of our everyday existence.
As Head of Interior Design and Senior Sustainability Manager at KEO, it is our collective goal to help our clients achieve their development and sustainability goals, but we are also actively seeking out developers and clients who we can help to foster a truly sustainable future.
REFERENCES:
(1) United Nations Environment Programme and Yale Center for Ecosystems + Architecture, Building Materials and the Climate: Constructing a New Future. [online]. Available: https://wedocs.unep.org/20.500.11822/43293.
[Accessed: Sept. 18, 2024].
(2) How to decarbonize the construction industry | World Economic Forum (weforum.org)
(3) Tracking global data on electric vehicles - Our World in Data (2023).
(4) Mycelium-Based Thermal Insulation for Domestic Cooling Footprint Reduction: A Review (2023)
(5) BioMateriOME: to understand microbe-material interactions within sustainable, living architectures Beatriz Delgado Corrales, ... Angela Sherry, in Advances in Applied Microbiology, 2023.
(6) Lee,T., Choi, J. Mycelium-composite panels for atmospheric particulate matter adsorption. Results Matter. 2021, 11, 100208.
(7) Seth Borenstein, (2022). Cement carbon dioxide emissions quietly double in 20 years. Found at: https://phys.org/news/2022-06-cement-carbon-dioxideemissions-quietly.html. Accessed on 8/9/2024.
(8) Joe R. Zhao, et.al (2022). A mini-review on building insulation materials from perspective of plastic pollution: Current issues and natural fibres as a possible solution,Journal of Hazardous Materials.
(9) Papargyropoulou E., Preece C., Padfield R., Abdullah A.A. Sustainable construction waste management in Malaysia: A contractor’s perspective; Proceedings of the Management and Innovation for a Sustainable Built Environment MISBE 2011; Amsterdam, The Netherlands. 20–23 June 2011.
(10) Shaheena Patel (2023). Four Promising Uses for Mycelium. Found at: Four Promising Uses for MyceliumMDPI Blog.
(11) Ecovative Media Kit | Ecovative Official Digital Assets | Brandfolder
(12) Revolutionizing Affordable Housing: The AI-Powered, Climate-Friendly Solution of Project Phoenix | ArchDaily
(13) Producing mycelium insulation, Critical Concrete. Found at: Producing mycelium insulation - Critical Concrete. Accessed on 1/9/2024
(14) S. Akromah, N. Chandarana, S. J. Eichhorn, Mycelium Composites for Sustainable Development in Developing Countries: The Case for Africa. Adv. Sustainable Syst. 2024, 8, 2300305.
(15) WWF-, Driven to Waste: The Global Impact of Food Loss and Waste on Farms, 2021, https://files. worldwildlife.org/wwfcmsprod/files/Publication/ file/6yoepbekgh_wwf_uk__driven_to_waste___the_ global_impact_of_food_loss_and_waste_on_farms.pdf?_ ga=2.161829628.1372635947.1695054183-58918914.1695054182
(16) Sustainable Development and Human Well-Being | The World Happiness Report
(17) How Long Does It Take for Plastic to Decompose? | Chariot Energy
hroughout history, civilisations have built impressive structures and cities, only for them to succumb to the forces of nature. Earthquakes are one of the Earth’s most destructive forcesseismic waves throughout the ground can destroy buildings, take lives and cost tremendous amounts of money for loss and repair.
According to the United States’ National Earthquake Information Center, there are an average of 20,000 earthquakes each
year -16 of them being major disasters. On 14th August 2021, a magnitude 7.2 earthquake struck the southwest region of Haiti and killed over 2,000 people. As with other earthquakes, much of the damage was caused by buildings collapsing with people inside them.
Unfortunately, earthquakes like this can happen at any moment in earthquakeprone regions - making earthquake-proof buildings essential in many areas of the world.
Over the past few decades, engineers have introduced new designs and building materials to better equip buildings to withstand earthquakes.
HOW EARTHQUAKES IMPACT BUILDINGS
Before we look at the features of earthquake-proof buildings, it’s important to understand how earthquakes impact human-made structures. When an earthquake occurs, it sends shock waves throughout the ground in short, rapid intervals that extend in all directions. While buildings are generally equipped to handle vertical forces from their weight and gravity, they cannot traditionally handle side-toside forces emitted by quakes.
This horizontal movement vibrates walls, floors, columns, beams and the braces that hold them together. The difference in movement between the bottom and top of buildings exerts extreme stress, causing the supporting frame to rupture and the structure to eventually collapse.
FOUR METHODS FOR CONSTRUCTING EARTHQUAKEPROOF BUILDINGS
To design an earthquake-proof building, engineers work to reinforce the structure and counteract a potential earthquake’s forces. Since earthquakes release energy that pushes on buildings from one direction, the strategy involves having the building push the opposite way. Here are some of the methods used to help buildings withstand earthquakes.
1. CREATE A FLEXIBLE FOUNDATION
One way to resist ground forces is to “lift” the building’s foundation above the earth through a method called base isolation. Base isolation involves constructing a building on top of flexible steel, rubber and lead pads. When the base moves during an earthquake, the isolators vibrate while the structure remains steady. This effectively helps to absorb seismic waves and prevent them from traveling through the building.
2. COUNTER FORCES WITH DAMPING
If you’re familiar with shock absorbers used in cars, you might be surprised to learn that engineers also use a version of them in earthquake-resistant buildings. Similar to their use in cars, shock absorbers reduce the shockwaves’ magnitude and
help reduce pressure on the building. They accomplish this in two ways: vibrational control devices and pendulum power.
Vibrational Control Devices: This method involves placing dampers at each level of a building between columns and beams. Each damper consists of piston heads inside a cylinder filled with silicone oil. When an earthquake occurs, the building transfers the vibrational energy into the pistons, which push against the oil. The energy is then transformed into heat, dissipating the force of the vibrations.
Pendulum Power: Another common damping method is pendulum power, used primarily in skyscrapers. To implement this, engineers suspend a large ball from steel cables that connect to a hydraulic system at the top of the building. When the building begins to sway, the ball acts
For a material to resist stress and vibration, it must have high ductility, which is the ability to undergo large deformations and tension”
as a pendulum and moves in the opposite direction to stabilize the building. Like damping, these features are tuned to match and counteract the building’s movement in the event of an earthquake.
3. SHIELD BUILDINGS FROM VIBRATIONS
Rather than just counteracting forces, researchers are experimenting with ways buildings can deflect and reroute the energy from earthquakes altogether. Dubbed the “seismic invisibility cloak,” this innovation involves creating a cloak of 100 concentric plastic and concrete rings and burying it at least 3 feet beneath the foundation of the building.
As seismic waves enter the rings, ease of travel forces them to move through to the outer rings. As a result, they are essentially channeled away from the building and dissipated into the ground.
4. REINFORCE THE BUILDING’S STRUCTURE
To withstand collapse, buildings must redistribute forces that travel through them during a seismic event. Shear walls, cross braces, diaphragms and moment-resisting frames are central to reinforcing a building.
• Shear walls are a useful building technology that can help transfer earthquake forces. Made of multiple panels, these walls help a building keep its shape during movement. Shear walls are often supported by diagonal cross braces made of steel. These beams can support compression and tension, helping to counteract pressure and push forces.
• Cross braces attach to a building’s frame by bracing stud to stud in an X pattern to increase load capacity. The use of cross-bracing keeps buildings stable against high winds and seismic activity.
• Diaphragms are also a central part of a building’s structure. Consisting of the building’s floors, roof and the decks placed over them, diaphragms help
The Transamerica Pyramid remains one of the world's most earthquakeresistant structures.
remove tension from the floor and push forces to the building’s vertical structures.
• Moment-resisting frames provide additional flexibility in a building’s design. These structures are placed among a building’s joints and allow columns and beams to bend while the joints remain rigid. Thus, the building can resist the larger forces of an earthquake while still allowing designers the freedom to arrange building elements.
EARTHQUAKE-RESISTANT MATERIALS
While shock absorbers, pendulums and “invisibility cloaks” may help dispel the energy to an extent, the materials chosen for a building are equally responsible for its stability.
Japan's Yokohama Landmark Tower is proof that taller buildings can still be highly appropriate in the world's earthquake hotspots.
STEEL AND TIMBER
For a material to resist stress and vibration, it must have high ductility, which is the ability to undergo large deformations and tension. Modern buildings are often constructed with structural steel, a component that comes in a variety of shapes and allows buildings to bend without breaking.
Flexibility is essential during the shaking associated with an earthquake, and often, the taller the building, the more flexible it is”
Timber is also a surprisingly ductile material due to its high strength relative to its lightweight structure.
INNOVATIVE MATERIALS
Scientists and engineers are developing new building materials with even greater shape retention.
These innovative materials include:
• Shape memory alloys can both endure heavy strain and revert to their original shape.
• Fiber-reinforced plastic wrap - made from a variety of polymers - can be wrapped around columns and provide up to 38% added strength and ductility. Engineers are also turning to sustainable building materials to help reinforce buildings. The sticky yet rigid fibres of mussels and the strength-tosize ratio of spider silk have promising capabilities in creating structures. Bamboo and 3D printed materials can also function as lightweight, interlocking structures with limitless forms that can potentially provide even greater resistance for buildings.
EARTHQUAKE-PROOF BUILDINGS
FAQ
Buildings and earthquakes don’t seem to be a likely pair. Let’s review some frequently asked questions about earthquakeresistant buildings.
WHAT IS THE SAFEST TYPE OF BUILDING FOR AN EARTHQUAKE?
According to Exploratorium, a taller structure is safer than a stiffer, shorter
building. Flexibility is essential during the shaking associated with an earthquake, and often, the taller the building, the more flexible it is. In fact, engineers must design shorter buildings in earthquake-prone areas to withstand even greater forces than those of a taller building.
Of course, it’s important to account for the materials that are used in the building to determine how well it can withstand earthquakes. Timber, steel and reinforced concrete are the most popular materials used in earthquake-proof buildings.
WHAT ARE SOME EXAMPLES OF EARTHQUAKE-PROOF BUILDINGS?
There are earthquake-proof buildings all over the world. Some of these incredible buildings are massive skyscrapers that
tower over their city’s skyline, and others are shorter buildings such as airports, arenas and state capitol buildings in earthquake-prone areas.
Here are 10 earthquake-proof buildings across the world:
1. Taipei 101 - Taipei, Taiwan
2. The Transamerica PyramidSan Francisco, California
3. New Wilshire Grand CenterLos Angeles, California
4. Sabiha Gökçen International AirportIstanbul, Turkey
5. Philippine ArenaSanta Maria, Philippines
6. Utah State Capitol BuildingSalt Lake City, Utah
7. Burj Khalifa - Dubai, UAE
8. The Yokohama Landmark TowerYokohama, Japan
9. U.S. Bank TowerLos Angeles, California
10. One Rincon Hill South TowerSan Francisco, California
The U.S. Bank Tower was built from scratch with advanced earthquake precautions uppermost in mind.
The world's tallest structure, Burj Khalifa, was conceived and built to the highest standards of earthquake resistance.
TIMBER CONSTRUCTION:
THE FUTURE OR THE PAST?
The possibility of using timber frameworks in construction as a sustainable option is often discussed. Yet, what really are the advantages and the constraints? Middle East Consultant spoke to Skanska USA about the real possibilities and challenges…
ass timber is gaining popularity among builders and architects around the globe, often because of its environmental benefits. But there are more reasons to work with this material than meet the eye.
Think, for example, about faster speed to market, higher-yield rental rates and a positive impact on future occupants’ wellbeing - to name a few.
Timber is now widely employed in building for the education sector, aviation, commercial and community projects across the globe, largely because it’s a renewable, carbon-sequestering material that can help create a brighter future for people and the built environment.
Here are four benefits to using mass timber that go beyond sustainability.
1. LESS WEIGHT AND MATERIALS BRING MORE PROJECT EFFICIENCIES
Mass timber projects have lighter foundations than concrete or steel structures. This means less excavation
and soil removal, smaller seismic loads and the use of less equipment during construction.
Traditional concrete and steel structures typically require five times as many trucks to be used in the foundation stage. With fewer truckloads and less concrete required, mass timber can save costs up-front. Additionally, lighter foundations have a sustainability benefit: less concrete can result in a smaller carbon footprint.
A common misconception is that timber buildings cannot look contemporary, whereas in reality, they can often replicate modern design philosophies and aesthetics.
2. FASTER CONSTRUCTION TIMELINES INCREASE SPEED TO MARKET
The scheduling efficiencies that accompany mass timber projects only add to the material’s appeal. The design and detail of wood pieces for mass timber-forward projects of all types can be prefabricated and engineered offsite, speeding up project timelines. Additionally, manufacturing offsite brings structure and added control to a critical stage of the project with key project components coming together in a controlled factory environment. Timber materials need only be connected to each other on site once they arrive, which often leads to faster project delivery. Eliminating field cutting also allows those on site to focus on mechanical, electrical, and plumbing work.
3. BIOPHILIC DESIGN REDUCES STRESS AND ENHANCES PRODUCTIVITY
Mass timber-based structures directly align with the concept of biophilia, the idea that humans tend to seek connections with nature. In the spheres of education, business and beyond, the physical and mental benefits made possible by mass timber are reason enough to continue leveraging the material.
The finished, yet exposed, nature of mass timber projects provides a stressreducing environment for occupants, while promoting more focused work and productivity.
Being in wood-forward spaces benefits people physically too. A study by University of Oregon’s Kevin Den Wymelenberg on the “visual effects of wood on thermal perception of interior environments,” concluded that using wood materials throughout a structure improved thermal comfort.
In the corporate sector, creating spaces that satisfy occupants’ desires for comfort can lead to a healthier and happier workforce in the long term, increasing productivity, decreasing costly turnover and potentially reducing healthcare costs.
A University of Oregon study concluded that “10 percent of employee absences could be attributed to poor architectural design and a lack of connection to nature,” and that “integrating biophilic elements into the work environment could generate savings of close to $2000 per employee per year.”
Employee retention, and even tenant
Timber, when correctly selected, can have strong structural and supportive characteristics.
Timber-led structures add variety and highlights to the built environment.
duration, can increase when mass timber is in the picture. Additionally, the upfront cost of designing with nature in mind can be a wise business investment with lasting return.
A ThinkWood study revealed that call centre workers with a view of the natural environment handled six to seven percent more calls than those who did not have a view.
The upfront cost to give each employee an outdoor view amounted to $1000 per employee. The return on investment? Increased productivity amounting to $2900 in increased revenue per employee per year.
The numbers speak for themselves; natural environments draw people in and make them want to stay.
4. MASS TIMBER’S MASS APPEAL POINTS TO ECONOMIC GROWTH, BOLSTERING COMMUNITIES
WoodWorks’ Innovation Network map tracks mass timber projects underway and complete across the USA and Western Europe. As of June 2023, 1,860 multi-family, commercial or institutional mass timber projects were in progress or built.
Additionally, here at Skanska, the number of our own projects actively incorporating mass timber continues to grow internationally in light of the material’s many benefits. The plethora of mass timber work already in motion points to a bright future, especially as economic recovery is top of mind for clients and communities in a post-Covid world. For cities across the globe, mass timber work can bring new life to communities through jobs and opportunities for individuals who have transferable skills to enter the industry.
Sustainability professionals in all spheres of work can find a home for their skills in visionary mass timber projectsin other words, jumping into an industry they might have otherwise overlooked.
IN SUMMARY
As clients, architects, and builders prioritise decarbonisation efforts, mass timber stands as a promising material option to reduce a building’s carbon footprint. Additionally, the benefits of mass timber extend beyond those that protect the environment. The material can help reinvigorate communities through new or expanded career opportunities, as well as provide healthier spaces for living and working, ultimately resulting in benefits for clients, customers, students and tenants.
The relative light weight of wood means anchoring and suspension is often relatively simple.
Sheer size and scale, within limits, need not be impediments when building with timber.
Commercial
THE CHANGEMASTERS
HKA sees the quest for top talent as the lynchpin of its commitment to offering shrewd, expert guidance in an ever-shifting GCC landscape. Here, we learn about the new appointment of Maxime Girard, as Partner within the growing Forensic Accounting and Commercial Damages team…
here has arguably never been a more testing time and place to be engaged with large-scale projects than here and now in the Middle East. Given the immense complexity of new-era multistakeholder contracts, particularly in connection with KSA’s ‘megaprojects’, it’s no accident that wellestablished experts in fields such as risk management and dispute resolution have an increasing role to play.
A case in point: amidst a broad raft of
work with government agencies, local authorities, contractors, legal firms and owners/operators, HKA is a specialist in helping clients manage the disputes and risks contingent with exactly this style of challenging project. With more than 1,000 experts, consultants and advisors across 45+ offices in 17 countries, the firm puts an ongoing investment in top talent front and centre in its engagement with GCC markets.
One of the recent moves underpinning this commitment is the appointment of Maxime Girard, who joins HKA’s growing team of Forensic Accounting and Commercial Damages Experts, as Partner, based in Dubai.
Maxime is a damages expert with close to 25 years of professional experience in damage quantification, business valuation, fraud investigation, accounting, and audit-
ing. His expertise ranges from the quantification of damages claims in international commercial and investment treaty disputes, contentious valuations and expert determinations to shareholder, joint-venture and post-transaction disputes, financial and fraud investigations, and other types of forensic accounting assignments. Plus, an extensive background spans a variety of sectors,
including oil and gas, manufacturing, telecommunications, real estate, hospitality, retail, and services sectors.
This comprehensive experience and proven track record have also earned Maxime multiple selections as an Expert in Arbitration and Courts. Not surprisingly, too, he has substantial experience in conducting complex, high-profile financial investigations. Commenting on the new role, Maxime said: “I’m delighted to be part of HKA and to collaborate with such a talented group of experts who are widely respected for their commitment to delivering exceptional client results. With my background in damage quantification, business valuation, fraud investigation, accounting, and auditing, I’m eager to contribute to HKA’s continued success and ambitious growth across the Middle East and the wider EMEA region.”
Meanwhile, Jad Chouman, Partner, Head of Middle East, HKA, explained: “We’re excited to have Maxime join the HKA team. With over two decades of experience, his deep knowledge and expertise will be a tremendous asset to both our team and our clients throughout the region.”
Maxime is set to report to Stuart Ells, Partner and Chief Growth & Operations Officer for EMEA, who sees this new role as crucial in enhancing HKA’s offer across international markets: “I am thrilled’, he says, “to welcome Maxime as a Partner to our Forensic Accounting and Commercial Damages (FACD) practice. Maxime’s arrival significantly bolsters our rapidly expanding EMEA team, enhancing our presence in key cities, including London, Paris, Dubai, Madrid, and our newest office in Amsterdam.”
The role of Forensic Accounting has never been more important, given the growth of increasingly complex projects.
Putting ED&I Front of Mind
Quite apart from the ethical and personnel benefits, do ED&I initiatives really contribute to the ‘bottom line’? Who is actually responsible for the creation and roll-out of ED&I programmes? What happens if the C-Suite doesn’t grasp their importance? These were among the critical issues tackled at the ED&I Summit, taking place in the Habtoor Grand Resort, JBR, Dubai, on 9th October. Here, we review a day of often thoughtprovoking and far-reaching debates and conclusions…
Amanda emphasised that in fact, from her perspective, the priorities were actually the other way round: unless the dissemination and take-up of ED&I initiatives were made mandatory by an organisation, they wouldn’t be adopted at all!
Illustrated with a series of highly engaging cartoons, her review highlighted the impact that a comprehensive commitment to ED&I makes on a company’s culture, and how - ideally - it will transform the day-to-day experience of each and every member of staff.
he day began with a keynote presentation from Amanda Clack, HKA Partner, Regional CEO – EMEA, HKA. While initially billed with the title ‘ED&I: from Mandate to Mantra’,
Yet, she explained, this is not a simple equation and requires not only the engagement of the main Board, but full awareness and participation across management lines and the spectrum of department verticals. Furthermore, as it starts on the journey, how can a company
evaluate its performance? What are the accepted benchmarks - and how can smaller businesses emulate the results of major corporates?
To take a much ‘deeper dive’ into the salient issues, Amanda then took part in a Fireside Chat with event Moderator and host, Paul Godfrey, Head of Content, ME Consultant. Called ‘Reviewing the challenges of the ED&I journey’, this detailed exchange focused on the (often harsh!) realities of implementing an ED&I-compliant culture and how a business can best overcome the typical roadblocks that the majority of organisations are likely to encounter.
It also introduced a number of key themes that would be tackled later in the day’s panel sessions, such as the role of Mentoring and the importance of driving an ED&I culture from the C-Suite.
A CASE OF ED&I VERSUS HR?
The emphasis then shifted to what has now become a classic debate: is the creation and roll-out of ED&I initiatives actually beyond the remit of the Human Resources department? A highly absorbing three-way chat set out to answer the question headon. Called ‘No man’s land? Does ED&I fall between HR and the C-Suite?’, it brought together Anne-Lyse Raoul, Head of DEI –EMEA, JLL, and Kabira Bhatporia, Head of Human Resources – EMEA & Turkey, JLL, in conversation with Paul Godfrey.
These two senior personalities from global real estate titan JLL debated how exactly the implementation and delivery of ED&I initiatives sit within a company’s structure. For example, are these programmes in fact part of the HR function or not? Is ED&I compliance best led from the C-Suite and disseminated by department heads - and if so, where is the ‘human touch’, that the HR function is potentially best-placed to deliver?
The verdict tended to be that ED&I ‘awareness’ must first of all derive from the C-Suite - from the top, and nowhere else. The commitment to ED&I can even be ‘rolled out’ within its own dedicated, and specialist vertical, in alliance with a well-briefed and fully conversant HR team.
The verdict tended to be that ED&I ‘awareness’ must first of all derive from the C-Suitefrom the top, and nowhere else”
Yet - and this point was fundamental - it cannot be delivered successfully without the full engagement of HR practitioners, largely because it’s the Human Resources team who have the detailed toolkit and the mechanisms for dealing effectively with each and every department, and, if necessary, dealing head-to-head with members of staff.
What’s more, the conclusion was that there are in fact two different levels of ED&I transition: the Macro and the Micro. While the first level can be said to be a more cultural, organisationwide commitment, the second, in particular, requires the up-close engagement and day-to-day activities of the HR team, if it is to enjoy full take-up and prominence.
SO, WHAT ABOUT THE C-SUITE?
Tackling one of the crucial issues of the day, the event’s first panel session was titled: ‘The C-Suite as an ED&I
Advocate’. This panel focused on the clear importance of the C-Suite as a primary driver of ED&I initiatives, and tackled critical issues such as the ‘conversion’ of Board directors to the ED&I agenda, and their willingness (or not!) to drive its promotion throughout the organisation. Moreover, if Board members are not ED&I advocates, should they retain a seat on the C-Suite at all?
The panel brought together –
• Alia Saleh, Finance Director, ISG
• Joanne Awale, Technical Director of Fire and Life Safety, AESG
• Emma Jordaan, Founder, Infinite Consulting
• Dipali Shirsat, Founder, The Visual Poetry
• Sarah Saxon, Human Capital Director, Compass Project Consulting
• Engi Jaber, Managing Director, Climatize Engineering Consultants
The panel Moderator was Adam Smith, Managing Director, Polypipe Middle East.
So, first things first. Does the concept of the Board as the creator and driver of the business’ culture and performance extend to the realm of ED&I implementation? The overwhelming conclusion was that yes, it does.
The Board has to be the primary motivator behind the take-up and full adoption of ED&I compliance. Then, with the Board’s backing, the commitment needs to ‘trickle down’ in the form of wellorganised workshops and, following these, the clear identification of where the key problem-areas and potential barriers to take-up lie.
Another responsibility for the C-Suite is the decision as to how best to position the role of ED&I from both from an inward-facing and an outward-facing perspective - because, in an ever moreinformed market, these choices will impact the company’s standing in its chosen market and its perception by clients and stakeholders alike.
BUILDING BLOCKS
The next conversation brought together Asif Shafi, Senior Vice President & Managing Director, Civil Infrastructure, MEA, AECOM and Paul Godfrey, for a Fireside Chat with the theme: ‘The challenge: implementing the building blocks of ED&I Culture’.
Asif assessed the key steps that a professional and capable HR team should follow in order to properly conceive and deliver an ED&I-compliant culture. He explained the existing benchmarks and metrics that can be used as effective templates, and the style of consultation so necessary to build consensus across the length and breadth of the organisation.
Yet, one question remained: does an ED&I-compliant business really stand to benefit commercially? There is, after all, significant debate around whether or not a culture of ED&I - for all its employee benefits - actually results in better financial performance. Does it only offer
‘soft’ benefits, or are the rewards seen across the ‘bottom line’? So, Chris Nicolas, Director, TBH, met with Paul Godfrey on-stage and set out five key tenets, all reinforcing the fact that ED&I is proven to contribute tangibly to commercial performance (citing a raft of research data from the likes of McKinsey & Co.), both in terms of gender-balanced teams making the difference or as a clear outcome of the better, more progressive decision-making resulting from ethnically-diverse teams.
DELIVERING A CULTURE OF ED&I
Rakhi Voria, Vice President of Global Sales Development, Procore Technologies & Executive Sponsor of Procore Women’s Impact Network (WIN), then gave a highly polished presentation, called: ‘Practical Steps to a Culture of ED&I’.
CONSTRAINTS AND OPPORTUNITIES
The fact remains: is ED&I now beyond the remit of HR? This was the topic tackled in the day’s second panel discussion. With Paul Godfrey as Moderator, the session brought together –
• Nada Abdel Khalek, Marketing Communications Manager, ISG
• Sarah Rainbow, Head of Human Resources, AESG
• Irfaan Arif, Director, Develop Minds
• Alejandro Garcia Vinagre, Senior Vice President, Human Resources, MEA, AECOM
Rakhi explored actionable strategies for fostering a truly inclusive workplace. Drawing from her leadership experience as an executive at Procore, IBM, and Microsoft, Rakhi shared insights on the importance of intentional leadership, equitable opportunities, and leveraging data to identify and close gaps. The audience was given the practical steps to create safe spaces, develop sustainable programmes supporting diverse talent, and building a culture where everyone feels valued and empowered to contribute
The debate centered around the often-controversial relationship between the Human Resources function and the delivery of ED&I initiatives. Should these initiatives originate from (and be led by) the HR department? Does HR have the ‘clout’ and the means necessary to create a fully-compliant ED&I, day-to-day culture? What is the relationship in these areas between HR, department heads and middle managers - or indeed with the company’s main Board?
The panel believed, quite provocatively, that the HR function does ultimately have the authority to implement ED&I agendas from scratch, but how this is then ‘trickled down’ is all too often perilous and challenging. One of the real question marks, for instance, is to what extent the HR function is even qualified to talk about the more highly specialised
• Natalia Barroso, Senior Director, FTI Consulting
aspects of ED&I? The answer, the panel believed, is that there is no substitute for expert, niche recruitment, and these special appointments can be invaluable in supercharging the business’ knowledge base, as well as ensuring an ongoing driving force and dynamic throughout the business.
WHAT ABOUT MENTORING?
Several of the earlier discussions had touched on the role of Mentoring, and whether it should be authorised and led by HR - or indeed, even be initiated at a formal, corporate level?
So, the day’s anchor panel session was aptly named: ‘Mentoring – protocols and realities’. A terrifically strong line-up of panelists featured:
• Tamara Bajic, Associate Director of Strategy and Advisory, AESG
• Adam Ashton, Associate Director, TBH
• Ralf Steinhauer, Director, RSP
• Alison Eslick, Senior Associate, Reed Smith
• Helen Collie, Chartered Structural Engineer, HKA
• Sarah Saxon, Human Capital Director, Compass Project Consulting
It is definitely beneficial for employees to have the freedom to pick their own Mentor; when it’s a corporate decision, there is always a danger of people feeling ‘coerced’”
The panel was expertly moderated by Anna Laney KC, Barrister, Crown Office Chambers, who had flown across from London for the occasion.
The panel confronted the reality that, despite its growing popularity, Mentoring can all too easily occupy an indeterminate space in a company’s agendas. For example, to what extent can Mentoring remain an ‘informal’ activity - and should it be linked to an official HR reporting mechanism?
To what extent should it remain fully confidential? The panel believed that it is definitely beneficial for employees to have the freedom to pick their own Mentor; when it’s a corporate decision, there is always a danger of people feeling ‘coerced’, defeating the whole objective of the exercise. Mentoring needn’t be conducted within the actual office space, either; it can take place (within limits!) wherever the Mentor and Mentee feel happiest - a quiet corner in a restaurant might not be a bad option, for example.
Nor does it have to take place within working hours - perhaps people might feel more relaxed and less pressured during a lunchbreak, or even after-hours. It’s simply a question of agreeing what’s best and most suitable, given the parties involved and their preferences.
This was a powerful session that touched on sophisticated issues, where the consensus view was that the effectiveness and outcomes of the Mentoring process were more crucial than any attempt to ‘pin it down’ in a conformist or artificial way. In reaching this conclusion, it was indeed a fitting summary of the day’s far-reaching discussions.
EMBRACING DIVERSITY
If ED&I initiatives are truly to be seen as more than a ‘nice to have’, shouldn’t their benefits and advantages pan out in terms of cut-and-dried enhancements to the bottom line and better competitive advantage? Middle East Consultant spoke to Sarah Saxon, Regional Head of Human Capital, Compass Project Consulting…
irst things first. Isn’t it true that if businesses want to benefit from Diversity, they also need good access to the right talent pools?
“I think it’s good to take another view, the narrative that businesses have to ‘benefit’ from diversity or only expect ROI from it can be single sided. As human beings we should want to pursue it because no human should be mistreated based on aspects of their background or character
(unless they’re a parking warden or just a bad dude!).”
What statistics do you have which show that executive teams featuring Diversity actually deliver better results, either commercially or in terms of strategy execution?
“McKinsey research found that Companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians. While there’s a wealth of statistics and data available, one can’t escape the fact that better results are part and parcel of successful commercial and strategic results. However, the real challenge lies in not just acknowledging the message conveyed by the data, but also whole-heartedly embracing diversity initiatives at all levels, irrespective of financial performance.”
What data is there globally to show that companies in the top quartile for Gender diversity commercially outperform those in the lower quartiles?
“Two key studies present a compelling argument here. The Peterson Institute for International Economics completed a study in 2016 across 21,000 global firms and found that companies with a higher representation of women in leadership roles tended to have a higher return on equity. Of course, as previously mentioned, McKinsey backs this up, finding that companies in the top quartile for gender diversity are 15% more likely to have financial returns above their respective national industry medians.”
Is there a ‘tipping-point’ at which the percentage of female executives can
Sarah Saxon, Regional Head of Human Capital, Compass Project Consulting.
be seen to contribute substantially better performance? Is this dependent on where in the organisation those women actually are?
“I don’t think there is a straight answer to this question. It won’t be the same for everyone. But if businesses can determine that more innovation, effectiveness, and efficiencies are being generated because of diversity then this is the sign that critical mass could be building. Several studies suggest that reaching a 30% representation of women in leadership should drive the above results, however, the impact of this target largely depends on the
level of influence these women have at decision-making. Their ability to garner buy-in and effectively voice their ideas can significantly vary based on their respective roles and positions.”
What data is there globally to show that companies in the top quartile for Ethnic diversity commercially outperform those in the lower quartiles? How does this compare to the effects of Gender diversity, for example?
“Key research by McKinsey, Deloitte and BCG demonstrates the positive impacts, particularly on innovation, often a crucial component for businesses to be competitive and succeed. However, while it’s an important topic, it has not been as extensively studied as gender diversity. Regardless, diversity across all paths kills groupthink and nurtures the cultivation of fresh ideas.”
Does a strong ED&I profile mean that a company is better at winning talent and indeed, at keeping their top performers?
“I believe it does. With so many new businesses emerging from the pandemic, embracing the digital age and AI become more present, younger companies can immediately break away from traditional and stuffy corporate images which have typically put people from different backgrounds off. More than 40% of Gen Z are now classed as coming from diverse backgrounds. This new workforce cares about purpose, fairness and wants to feel like they belong in a company. Having a strong ED&I profile will be a huge beacon of attraction for them.”
Is there any evidence to show that having diverse teams actually improves the quality of decision making?
“Yes, and it is substantial. Studies have shown that it positively affects decision making that impacts risk management, critical thinking, groupthink, ethics,
innovation and problem-solving. Diverse teams are more likely to make better decisions in complex and rapidly changing environments, which is the world we live in today. It also means that organisations are better positioned to navigate challenges and seize opportunities.”
To what extent - in terms of the hard data available - does ED&I help drive employee motivation and satisfaction?
“Motivation and satisfaction are like the holy grails in HR. There has been so much research into this field for over 70+ years, much of which is not focused on ED&I. However, and I speak from firsthand experience, when a woman sees another woman in the boardroom, it
A strong ED&I profile can mean that companies have better retention of top talent and more satisfied employees.
When a woman sees another woman in the boardroom, it sends a message that “I too can be that person”
sends a message that “I too can be that person”. It’s the same with race and disability. If a person in an organisation truly believes that each day they come to work and have a fair chance at getting better and growing and being recognised despite their gender or race etc., then that individual will engage as opposed to shut down. In terms of hard data - and if we look at drive the other way roundthe CIPD have found that a mere 18% of organisations have implemented robust strategies for ED&I. The lacklustre adoption of these initiatives has been shown to negatively impact motivation and overall employee satisfaction. Especially if too much lip service is paid. If companies want to talk the talk, they need to walk the walk.”
“We
are proud to be part of that journey”
AECOM has invested in the long-term future of the UAE by launching an Emirati Internship Program. Middle East Consultant highlights how it works, and its role in creating bespoke solutions for the nation’s unique needs…
t a time when companies are increasingly seeing ED&I initiatives as a given, better Diversity is becoming a hallmark not only of a more inclusive, happier and fairer workplace, but a recognition that a ‘monocultural’ voice is no longer the route to best practice and optimum commercial performance.
For international firms, compliance with each nation’s policies regarding the recruitment of nationals, for example, is an important route not only to broadening and diversifying
the recruitment base, but to investing in that nation’s future and ensuring that full, professional career paths are open to all.
AECOM is a classic example. The infrastructure consulting titan offers services from advisory, planning, design and engineering to programme and construction management. Projects typically span transportation, buildings, water, new energy, and the environment. While a good many businesses above a certain threshold are required by UAE law to embrace Emiratisation, for AECOM, Emiratisation is more than a strategic initiative; it is a long-term investment in the future of the United Arab Emirates (UAE).
As a globally trusted infrastructure consulting firm, AECOM believes integrating UAE Nationals into its workforce is key to combining local insights
with global expertise. This approach allows AECOM to create solutions that meet the unique needs of the UAE and align with the nation’s vision. Recognising its multifaceted importance, AECOM is proud to launch their Emirati Intern Program.
Emiratisation builds a skilled workforce by developing professionals who combine technical expertise with cultural relevance. Hamed Zaghw, Chief Executive, Middle East and Africa, explains: “Embedding this in our company ensures AECOM’s projects serve and reflect local communities. It also strengthens collaboration between the private and public sectors, which is essential for advancing national goals and preserving cultural heritage. I am proud to support the UAE in developing its future construction leaders.”
AECOM integrates UAE Nationals into its workforce by providing training, development opportunities and career growth pathways. Preeti Kadam, Senior Talent Acquisition Advisor, comments: “We have hired around 65 Emiratis to date, with a large portion of them part of the long-standing graduate program that has been active in the region for nearly a decade. Wanting to build on the success of Emiratis in the graduate program, the need to expand early career offerings at AECOM was identified, making the introduction of an internship program a natural next step. Many UAE universities require internships for students to graduate and we are proud to provide this experience and opportunity. We are committed to placing local voices at the heart of our progress, recognising that their success reflects our dedication to fostering future leaders.”
The new Emirati Internship Program helps ensure strong local representation and onboards
AECOM’s Emirati Intern Program is a key part of the broader Emiratisation initiative and aligns with the UAE government’s vision to nurture local talent. It also supports AECOM’s commitment to inspire more young people to join STEM careers, ensuring the company leaves legacies for generations to come.
This blend of local knowledge and global best practice is critical for AECOM as it shapes the future of the UAE’s infrastructure, urban development and environmental sustainability. By leveraging the insights of Emiratis, it
We are committed to placing local voices at the heart of our progress, recognising that their success reflects our dedication to fostering future leaders”
drives meaningful industry change and ensures UAE values are integral to its decision-making.
FOSTERING EXCEPTIONAL TALENT
Building on the success of these initiatives, AECOM also recently introduced a highpotential program aimed at fast-tracking exceptional talent. “We work hard”, says Preeti Kadam, “to ensure that young professionals have the support they require to succeed and evolve our offering based on their needs. They value structured learning and mentoring, and we offer that and more. It helps AECOM stand out in the region by
showing our commitment to investing in local talent right from the start.”
WHAT THE INTERNS SAY
Rashid Alkabbi, a Civil Engineering intern, says his internship has solidified his skillset, from communications to technical skills. It has provided him with an overview of traffic demand strategies and sustainability initiatives such as transient orientated development. This focuses on creating a healthier environment for commuters and the environment.
Rashid adds that the internship has given him vital exposure to the world of work, instilling confidence in his capability to perform. It has also exposed him to potential career paths such as transportation, broadening his view of engineering and its impact on communities. “I chose AECOM”, he says, “out of curiosity as l wanted to know how the top consulting companies delegate their work and do it so efficiently and l am not regretting my decision at all.”
Jawaher AlAmeri, a Landscape Architect intern, says her internship has afforded her pragmatic insights into shaping her approach to her ongoing studies and when she will transition to her prospective future career. She has gained invaluable handson experience, particularly in sustainable urban design and project collaboration. She explains: “I chose AECOM for my
A key factor with any internship initiative is direct engagement with experienced and senior industry professionals.
Emiratisation is about creating a legacy where Emiratis are at the forefront of driving the nation’s progress and AECOM is proud to be a part of that journey”
internship because of its leading global reputation in innovative infrastructure and contribution to projects that align with my passion of creating sustainable and impactful spaces.”
Such has been the success of AECOM’s efforts in this regard that the National Program for Emiratisation (NAFIS) reached out to the consultancy to profile several of its graduates, as well as highlight the localisation achievements of AECOM’s Al Ain branch. The company’s external collaboration continues to grow, with Preeti Kadam revealing that they are in fact looking to partner with the government to support its own training programmes: “We have already been approached by Dubai Municipality for a short-term training program, which we are excited to champion, as well as looking at how we can support other external partnerships.”
For AECOM, the internship is not just about supporting young students with real-life working experience, but about what they can teach them in return. Hamed Zaghw sums up the advantages when he says: “The younger generation are the future of our industry, so it is essential that they are given opportunities to develop their knowledge and talent. Emiratisation is about creating a legacy where Emiratis are at the forefront of driving the nation’s progress and AECOM is proud to be a part of that journey.”
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I N O VE R 2500+ P R O JE C T S
